Walter C. Wright develops a biblical management model that fosters an environment of active participation in an organization's mission. Foreword by Richard J. Mouw and Eugene H. Peterson.

The traditional idea of leadership as being about the solo, heroic leader has now run its course. A new way of thinking about leadership is now needed to address major challenges such as achieving greater social responsibility, enhancing leadership capacity and recognising the importance of context as affecting how leadership occurs. Relational leadership offers a new perspective of leadership that addresses these challenges. At its core, relational leadership recognises leadership as centred in the relationships that form between both formal and informal leaders and those that follow them, far more so than the personality or behaviours of individual leaders. This book introduces readers to the most up-to-date research in this area and the differing theoretical perspectives that can help us better understand leadership as a relational phenomenon. Important characteristics of effective leadership relationships such as trust, respect and mutuality are discussed, focusing on how they develop and how they bring about leadership effects. Specific forms of relational leadership such as shared leadership, responsible leadership, global team leadership and complexity leadership are addressed in subsequent chapters. The book is the first to examine recent ideas about how these new forms of relational leadership are put into practice as well as techniques, tools and strategies available to organisations to help do so. The inclusion of three detailed case studies is specifically designed to help readers understand many of the key concepts covered in the book, with key learning points emphasised. The book offers an excellent summary of the state-of-the-art topics in this new and exciting field of relational leadership.

Leaders and followers live in a relational world—a world in which leadership occurs in complex webs of relationships and dynamically changing contexts. Despite this, our theories of leadership are grounded in assumptions of individuality and linear causality. If we are to advance understandings of leadership that have more relevance to the world of practice, we need to embed issues of relationality into leadership studies. This volume addresses this issue by bringing together, for the first time, a set of prominent scholars from different paradigmatic and disciplinary perspectives to engage in dialogue regarding how to meet the challenges of relationality in leadership research and practice. Included are cutting edge thinking, heated debate, and passionate perspectives on the issues at hand. The chapters reveal the varied and nuanced treatments of relationality that come from authors’ alternative paradigmatic (entity, constructionist, critical) views. Dialogue scholars—reacting to the chapters—engage in spirited debate regarding the commensurability (or incommensurability) of the paradigmatic approaches. The editors bring the dialogue together with introductory and concluding chapters that offer a framework for comparing and situating the competing assumptions and perspectives spanning the relational leadership landscape. Using paradigm interplay they unpack assumptions, and lay out a roadmap for relational leadership research. A key takeaway is that advancing relational leadership research requires multiple paradigmatic perspectives, and scholars who are conversant in the assumptions brought by these perspectives. The book is aimed at those who feel that much of current leadership thinking is missing the boat in today’s complex, relational world. It provides an essential resource for all leadership scholars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.

When is leadership not relational? When is education not relational? When is life not relational? Relationships always matter to our living, educating and leading. Relational Leadership in Education considers this ‘Relational Leadership’ within the context of education, critiquing the current ideological ‘context’ and contemporary understandings of its influence. Employing a phenomenological approach, this book explores the relational nature of education, Relational Leadership, and the organizational culture to provide a more sophisticated exploration of practice-based wisdom. It offers an extensive range of activities for further thinking on the experiential nature of Relational Leadership, grouped around a number of themes: Relational Leadership and sensibilities; organizational culture; professional development; curriculum, pedagogy and assessment; and the reconstruction of a postgraduate Educational Leadership and Management programme for experienced, emergent and aspiring leaders. ‘Relational Leadership’ is not about describing yet another style of leadership but rather about a relational way of being in leadership that utilizes refined relational sensibilities. ‘Relational Leadership’ is also a reminder of what is critical in a leader’s practice — leadership is always relational, and relationships are the essence of leadership.

As it has been said, no man is an island, and this applies to the business world too. Relationships hold companies together and fuel future growth. From connecting with customers to forging high-performing teams, success depends on everyone working well together.In The Relationship Engine, author and business consultant Ed Wallace has provided the tools you need to become an intentional, masterful relationship-builder. Whether you are working with employees or associates, vendors or customers, you will learn how to:• Establish common ground• Focus on collaboration instead of command• Put people before process• Demonstrate worthy intent• Make every interaction matterThis insightful and practical guide also includes: a powerful RQ Assessment designed to measure and evaluate business relationships; a Relational Agility Action Planner; lateral and vertical strategy templates; and other simple yet effective exercises to help you get started strengthening your relationships.Don’t fall into the trap of prioritizing potential relationships over established ones. Your success depends not on who you don’t yet know, but on who you already know. Learn how to make caring, real-life connections with those you do business with, and let those relationships expand your networking opportunities for you!

This engaging and insightful book contains a baker's dozen of realistic expectations written for those who desire to lead in the local church. Based on principles from his father, a shrimp boat captain, author Kerry Willis guides readers on a journey to discovering some simple--yet profound--rules of relationships.With solid biblical examples, Relational Leadership outlines thirteen expectations that leaders should use to clearly communicate to and with their teams support systems. These non-negotiable rules of servant leadership, as Willis calls them, are designed to help guide leaders as they effectively model and communicate leadership.

Businesses or organizations, whether they be public, private, social, or government typically are of the "Command and Control" leadership model. The new "Relational Leadership" model moves leaders to a different style of motivating people and driving revenue. Relational Leadership does not replace good, solid business savvy; it actually places strong business skills (management skills) in an atmosphere where they can be optimized. In easy to understand language, the book provides a clear picture of the power of Relational Leadership. Through examples, anecdotes, and stories the book examines the simplicity its core principles and provides a framework for introducing and growing a culture that supports this leadership style within an organization. This framework focuses on people and the activities and actions that motivate them to do their best work regularly.